OT Possibilities and Challenges

8/2/2019 OT Possibilities and Challenges

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What is an Organization?


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Human Body as an Organization

Workmen

Supervisors

Managers

Director
http://www.innerbody.com/image/skelfov.html


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What is Transformation?


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Transformation

Caterpillar to ButterflyTrans form = change formlike from caterpillar to butterfly

Change in many dimensions

Achieve breakthrough results

2X / 10X


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Human Body as an Organization

Exposed Workmen, half cabin toSupervisors, Fully enclosed but non ACcabin to Managers and AC cabin to

Director All are self managed no need to wake uporgans after you get up!

All work in close coordination. Ideal teamwork

No delays, no errors, no wastage and noaccidents


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Success Stories


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http://www.google.co.in/imgres?imgurl=http://2.bp.blogspot.com/_oVS59KzlUos/Sn7pa9pGpjI/AAAAAAAAAUM/5LdDn9J9ULA/s400/LG%2BViewty%2BGC900%2Bfor%2BIndia%2Band%2BLG%2BGD910%2BWatch%2BPhone.gif&imgrefurl=http://mobilephonesandtechnologies.blogspot.com/2009/08/lg-viewty-gc900-for-india-and-lg-gd910.html&usg=__2LLlLG_F7Mecj6lV6r5fh7sbQ_E=&h=305&w=400&sz=157&hl=en&start=39&zoom=1&tbnid=SrZDzdPGibxSAM:&tbnh=95&tbnw=124&ei=Qb-0TpmCIMPVrQeZ5uHKAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D20%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://electronicspower.info/uploadfiles/portugaldroidinlifecom-1290622219/lg-optimus-gt540-price-in-india-lg-optimus-gt540-android-price_1.jpg&imgrefurl=http://electronicspower.info/nokia-c6-available-in-south-africa-in-the-price-of-rs-15200/&usg=__PfpTUQOnLHxIV2uj7o5QPwkJxKo=&h=300&w=168&sz=16&hl=en&start=520&zoom=1&tbnid=0o2g5Ehhhv699M:&tbnh=116&tbnw=65&ei=WL60TtqZDovKrAfP2eDXAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D500%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://smartpriceindia.com/wp-content/uploads/2011/03/New-Picture-41.jpg&imgrefurl=http://staticmixers.net/jq/%3Fuid%3DLg-ac-price-in-india-5-star&usg=__gjIQWKHDI4udznWzt57yxyxMSug=&h=202&w=553&sz=11&hl=en&start=187&zoom=1&tbnid=zSig32wI2wfb-M:&tbnh=49&tbnw=133&ei=1720TpmDEIrirAf34ZnmAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D180%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://www.thinkdigit.com/FCKeditor/uploads/LG%2520GD900%2520Crystal%2520phone.jpg&imgrefurl=http://www.thinkdigit.com/Mobiles-PDAs/LG-India-launches-GD900-Crystal-phone-with_3712.html&usg=__3g9vuQZah18zIK3c7TmXjluzQX0=&h=220&w=468&sz=16&hl=en&start=49&zoom=1&tbnid=RQCrCMM_3mbyUM:&tbnh=60&tbnw=128&ei=ML20TvmpLcTNrQft3NzyAw&prev=/search%3Fq%3Dlg%2Bindia%26start%3D40%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://www.ipan.com/images/LG_india2.jpg&imgrefurl=http://www.ipan.com/press-new/March2010/LG_India.html&usg=__3UUCgW1eTJEKfu0hnJ-kndNlRJ4=&h=400&w=500&sz=131&hl=en&start=2&zoom=1&tbnid=vez5Y9CWYHz1ZM:&tbnh=104&tbnw=130&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://aavaas.com/wp-content/uploads/2008/01/32lc7_lr.jpg&imgrefurl=http://aavaas.com/2008/01/23/lg-lcd-tv-32-32lb9-32lc7-cost-in-india/&usg=__3izQqudJhdY-rai76H90O2Ri60s=&h=335&w=450&sz=61&hl=en&start=6&zoom=1&tbnid=hAKIjsDOzwkCSM:&tbnh=95&tbnw=127&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://techtickerblog.com/wp-content/uploads/2008/08/lg-reliance.jpg&imgrefurl=http://techtickerblog.com/2008/08/21/lg-launches-lg-10000-cdma-phone-in-india/&usg=__GT_ZANV3O9S0NL9_r4rN8hI4vyk=&h=333&w=500&sz=26&hl=en&start=4&zoom=1&tbnid=QAXkTj0357x_wM:&tbnh=87&tbnw=130&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://www.cellphonehits.net/site/uploads/lg-optimus-one-india.jpg&imgrefurl=http://www.cellphonehits.net/lg-india-to-launch-optimus-one-in-mid-november/&usg=__pcacUyltVGkOySNX8OE7OWXjPpU=&h=333&w=400&sz=44&hl=en&start=19&zoom=1&tbnid=GBUbpwuTTqZHhM:&tbnh=103&tbnw=124&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://stockwatch.in/files/LG-Electronics.JPG&imgrefurl=http://www.stockwatch.in/lg-india-shuffles-managerial-positions-24336&usg=__tDIFo0iMedG7q5qLBCvZDSG1i0Q=&h=375&w=500&sz=17&hl=en&start=5&zoom=1&tbnid=7NufliW-F9hAKM:&tbnh=98&tbnw=130&ei=2bu0Tvz9N8LLrQeytNDUAw&prev=/search%3Fq%3Dlg%2Bindia%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1


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Leading People to Success

LG Way

Source: The BookPASSION

The Untold Story ofLG Electronics India

ByDr. Yasho V Verma

Director - HR


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Failed Venture to Indias No.1

South Korean company tried to enter Indiain 1996 and failed. In 2010 it is No.1company in consumer durables.

Re-entered. Unknown brand in the year

2000. It is household name today. Leader in every segment of the market

Washing Machines, Room Air conditioners,

Refrigerators, Microwave Ovens, TV sets Operated in hostile conditions. Met

challenges of local resistance.


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Secret Ingredients

100 % Trust Pride Dedication Passion

Humility Mutual Respect

Consultations Clarity

Courage Leadership Pride Excellence


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Hallmarks of LG

The Focus

The Energy

The passion The strong Execution

Like gushing, turbulent river,

cascading at full length and speedfrom a rugged mountain


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7 S

SUPERORDINATE GOALS

STRATEGY

STRUCTURE SYSTEMS

STYLE

SKILLS STAFFING


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S1: Super-ordinate Goals

2Y & X/2 Double the income & halve theexpenses every year through TPI TotalProductivity Innovation. (P 18,50)

Lean quarter target = Best quarterPerformance (P 30)

Plan for next year after best quarter


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Exercise 1

Setting Super-ordinate Goals


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S2: Strategy Association with Indian Cricket made LG

household name Introducing models in different price range to

cater to all economic strata Selling Air conditioners through retail chain

(which were retailed only through technicalsolution providers) Varying pricing strategy from state to state Customer Need survey and Innovation to meet

to meet their exact needs big sound for southIndians, big vegetable compartment forvegetarians, Color refrigerators for Bengal andPunjab (P 51)


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Exercise 2

Strategic Changes


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S3: Structure

Manufacturing & Finance heads areExpats, HR and Marketing heads areIndians

Empowerment of successive layers fromVP to Product group heads to Branchheads to Sales executives in second

phase


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Exercise 3

Changes inStructure / Formations


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S4: Systems

HR systems focused on employeethoughts and actions

MAS Management Audit & Supportsystem for people and not people forsystem. (P 52)


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Exercise 4

Changes inSystems / Procedures


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S5: Style

Trust based Relationship

Direct feedback from market andimmediate response (P 19)

Win over local population by providingeducation and healthcare (P 23)

Individual excellence leads to teamexcellence. Give autonomy to individuals.Lock up bickering individuals in Inter

personal room till they sort out the issue.

( P 53)


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Style . . .

Habit of Habit breaking - bureaucracy

busters (P.54) Free canteen & beds for outside drivers

and cleaners (P 56)

No-excuse management tempered byforgiving

No-frills

No substitute for quality Strong Communication

Sound cross cultural management


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Style . . .

Convince the peers before seeking

approval from top (P 65)

Internal competition and performancebenchmarking (P 67)

Foot marketing Face to face interactionwith customers and trading partners (P 68)

Performance driven company, that is

welfare oriented toosupport extended tofamilies (P 70)


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Exercise 5

Changes in Style


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S6: Staffing

Localized Only 20 expats out of 3100employees


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Exercise 6

Changes in Staffing Pattern


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S7: Skills Thrust on Innovation

Golden eye in CTV (For eye protection) +PN Preserve Nutrition in Frig (P 40)

RAO Rural Area Office (P 38)

Washing Machine Fabricare Air conditioners (Healthy air)

Different monthly closing dates for

distributors to spread the month end billingload (P 66)


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Exercise 7

New Skills Required


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Innovation . . .

Blue Ocean Initiative for products,business model, system, processes, andpeople

ERRC Eliminate, Reduce, Raise &Create

Q Museum displays defects and cost ofbad quality

ICTS Indian Customized Testing System

360 Degree Product Audit


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HR Role

Strategic business partner Creative Strategic role

Ability to drive employees

First to change

Have a role in execution

Balance long term and short termgoals


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Unique HR Practices

Mentor for new employee (18 months)

Variable part of compensation can go upto 60% of the fixed

Individuals who do well are given better

and more meaningful work Training covers everyone and includes

training abroad

Family Ambassador program twice ayear visit to family of workmen by HRExecutive (P 150)


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4 Attributes of an Employee (P12)

People who are constantly changing and copewell with the constantly changing environment

Who are willing to take risks and who

aggressively preserve breakthrough policychanges

Who lead innovation and devote theirenthusiasm to cultivating people of highest talent

Who conduct business with honesty, fairnessand sincerity
http://www.google.co.in/imgres?imgurl=http://ecx.images-amazon.com/images/I/41ab64gsW-L.jpg&imgrefurl=http://www.yatedo.com/s/Dr.%2BYasho%2BV%2BVerma&usg=__ksJLLpQZ-UPqfWSqLQV4FGtQfJA=&h=500&w=351&sz=27&hl=en&start=7&zoom=1&tbnid=89vdQa3u8DVyQM:&tbnh=130&tbnw=91&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://business.outlookindia.com/dailyimages/170508/Dr-Yasho-V-Verma.gif&imgrefurl=http://business.outlookindia.com/content.aspx%3Fissue%3D3232&usg=__KKvZdD6QA7gCrf1TYvaWVe4vz5Y=&h=102&w=100&sz=7&hl=en&start=2&zoom=1&tbnid=0JqAtlnlfy935M:&tbnh=83&tbnw=81&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1


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Dr. Yasho K Verma

Started his career at 23, after completingMechanical Engineering and MBA (withspecialization in HR)

While working with Tata Steel, completedPh.D. from IIT-Kanpur

Joined as Director-HR and MS, LG

Electronics India Took over as the CEOof LG electronics India w.e.f 1/1/2010
http://www.google.co.in/imgres?imgurl=http://ecx.images-amazon.com/images/I/41ab64gsW-L.jpg&imgrefurl=http://www.yatedo.com/s/Dr.%2BYasho%2BV%2BVerma&usg=__ksJLLpQZ-UPqfWSqLQV4FGtQfJA=&h=500&w=351&sz=27&hl=en&start=7&zoom=1&tbnid=89vdQa3u8DVyQM:&tbnh=130&tbnw=91&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://business.outlookindia.com/dailyimages/170508/Dr-Yasho-V-Verma.gif&imgrefurl=http://business.outlookindia.com/content.aspx%3Fissue%3D3232&usg=__KKvZdD6QA7gCrf1TYvaWVe4vz5Y=&h=102&w=100&sz=7&hl=en&start=2&zoom=1&tbnid=0JqAtlnlfy935M:&tbnh=83&tbnw=81&ei=YMq0TueRJ4PzrQeZ4qXdCg&prev=/search%3Fq%3DDr.%2BYasho%2BV%2BVerma%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1http://www.google.co.in/imgres?imgurl=http://images.indiaplaza.in/books/9788/1321/9788132106289.jpg&imgrefurl=http://www.indiaplaza.com/dare-to-lead-khandelwa-a-k/books/9788132106289.htm&usg=__gjLTahmXr8xOSzfdrF71vtPdYEo=&h=285&w=200&sz=7&hl=en&start=1&zoom=1&tbnid=k4TiTcO-I9SQoM:&tbnh=115&tbnw=81&ei=z0q2To-SH83IrQePydntAw&prev=/search%3Fq%3Ddare%2Bto%2Blead%2Bthe%2Btransformation%2Bof%2Bbank%2Bof%2Bbaroda%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1


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DARE TO LEAD :The Transformation of

Bank of Baroda

D t L d i th f i ti g t f h
http://www.google.co.in/imgres?imgurl=http://images.indiaplaza.in/books/9788/1321/9788132106289.jpg&imgrefurl=http://www.indiaplaza.com/dare-to-lead-khandelwa-a-k/books/9788132106289.htm&usg=__gjLTahmXr8xOSzfdrF71vtPdYEo=&h=285&w=200&sz=7&hl=en&start=1&zoom=1&tbnid=k4TiTcO-I9SQoM:&tbnh=115&tbnw=81&ei=z0q2To-SH83IrQePydntAw&prev=/search%3Fq%3Ddare%2Bto%2Blead%2Bthe%2Btransformation%2Bof%2Bbank%2Bof%2Bbaroda%26um%3D1%26hl%3Den%26sa%3DN%26gbv%3D2%26tbm%3Disch&um=1&itbs=1


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Dare to Lead is the fascinating story of howAnil K Khandelwal transformed Bank ofBaroda (BOB) from being just another publicsector bank into one of the most valuablebrands in Indian banking.

This is the story of the leadershipchallenges, management solutions andpersonal and professional excitement the

author experienced in transforming the 97-year-old bank into a modern, tech-savvy,customer-centric bank. Spanning almost afull life time - 40 years


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It describes how a large-sized bank was transformed on all

parameters with clear vision, execution discipline, customercentricity and people engagement. The author emphasizesthat large-scale transformation can be undertakensuccessfully only if the CEO shows courage to change thestatus quo and mobilize the human effort within the

organization.

The story of BOB's transformation has capturedinternational attention and finds its mention in Harvard

Business Review, Human Resources DevelopmentInternational and the book The India Way by the Whartonschool faculty.

Res lts of 850 da challenge as


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Results of 850 day challenge as

CEO

Doubled the business volume in threeyears.

Took the No.4 PSU bank to No.1 position.


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The Author - Non-Stop Learner - Startedas a Chemical Engineer, did not like

switched over to Banking, MBA,Doctorate,

Willing to learn from others - Use of

specialists from IIMA and USA

Story of three Banks Besides B.O.BDena and Bank of Rajasthan Common

theme Transformation challenging thestatus quo


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Tapping Collective Wisdom of Employeesat all levels Consultative style

Frequent communication Written andPerson to person

Optimism even in the worst possible

scenario including personal humiliationusing the adversity as a challenge to beovercome

Multiple roles employee, manager, HOD-HR, ED, CMD, Lecturer, Coach,Counselor, Mentor

Innovations


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Innovations

Branding Initiatives Juhi Chawla as Dena Bank BrandAmbassador,

Baroda Sun as new Brand and Rahul Dravid as theBrand ambassador of BOB Innovations in Customer Service

- 8 am to 8 pm banking- 24-hour Human Banking- Happy Hour Banking- Gen-Next branch- Retail Loan Factory and SME Loan Factory- Employee-centric innovati

Innovations in Employee service- Direct help line to CMD- SAMPARK- Talent Search - KHOJ- Professional counseling services for employees -SAMADHAN- Employee Conclaves - MANTHAN

Kh d l l 18 L d hi C d


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Khandelwals 18 Leadership Codes1. Be your natural self and do not be

a packaged product2. Two Cs of Leadership Credibility

and Courage3. Three Ds of Leadership Behavior

Decisiveness, Determinationand Discipline

4. Wisdom is in the field Respect it

5. Reach out, listen andcommunicate

6. Identify the great among the good

7. Focus on processes impactingcustomers and employees

8. Bureaucracy can be an epidemic

9. Customers are the competitiveadvantage

10. Manage your intangibles,tangibles will follow

11. Engage your people

12. Tough Love tough onperformance andcompassion for people

13. Leadership is the fine art ofexecution

14. Tackle adversities head on15. Leadership is a lifetime of learningand change agentry

16. Union management relationsdont be a prisoner of the past

17. Reflection is key to effectiveleadership

18. Let excellence light every corner


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Tale of two Steel Plants

100 Year Old Plant

Had 2,00,000employees 5 yearsago. Reduced to50,000.

Composite plant hasproduction cycle timeof 12 to 18 monthsore to saleable steelsections.

10 Year Old plants

Has 500 employeesin all.

Ore and coal isreceived by sea andcycle time from ore to

saleable steel is 24hours.


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Case of a 5 Star Deluxe Hotel2001

1600 employees 500rooms. 3+ per room.

One person one

trade.

Guests had to callmany servicemen.

2004

800 employees 800rooms. 1 per room.

5 % increase in salary

for every additionaltrade mastered.Golden Handshakefor unwilling.

Guests need call onlyone multi-skilledserviceman.


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Case of Ford Logistics Department

Any car requires more than 10,000 bought out

items. Employed 1000 people to purchase, store,

inspect and issue components.

Computerization, introduced as a manpowerrationalization measure resulted in increasingthe employee strength to 1200.

Whole department was scrapped when theresponsibility of supply was transferred tomonopoly suppliers. They are paid on the basisof cars being dispatched and bill of material ofthose cars.

C f J & K S h i


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Case of J & K SyntheticsJalawhar, Rajasthan

Conventional

1500 Employees.1000 direct (VA)and500 Support (NVA).

10 Grades. 100different designations.

Average capacity

utilization = 55 %. Perpetually loss

making.

Self Managed

500 Employees allmulti-skilled (VA).

No Grades. Nodesignations. Highlevel ofmechanization andautomation.

Average capacityutilization = 105 %.

Profitable.


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International Cases

Company & Leader

General ElectricJack Welch USA

Semco BrazilRicaldo semler

Source

The book - GE Way

The Book - Maverick


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MCW Cases(P 16-20)


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OD Checklist(P 23-25)


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FORD

TAYLORMODEL

ORIGINALLY DEVELOPED FOR

U S A OF 1910STILL IN USE AFTER 100 YEARS!


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DIRECTORS

MANAGERS

SUPERVISORS

OFFICERS

WORKMEN, CLERKS

SALESMEN

MARKETING

PRODUCTION

DESIGN

LOGISTICS

FINANCE

H.R

OWNERSHIP

AUTHORITY

RESPONSIBILITY

INFORMATION

PYRAMID & HIERARCHY

BASIC BUILDING BLOCK


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Basic Principles

Division of labor & functions

Specialization

Unity of command Command and obey style

Documented formal elaborate

systems

Finding people to fit positions


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Current Problems

Horizontal & vertical split.Compartmentalized thinking, planning,acting and review

Separation of thinking from doingdelegating upwards

Promotes silo thinking & tunnel

vision Division of responsibility buck

passing

Overstaffing

C t P bl td


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Current Problems - contd

Lack of trustus & they feeling.

Elaborate control systems

Lack of accountability for businessresults

Management by few High cost, high waste, long delays


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Current Problems - contd

Rigidity in thinking, design,

systems, behavior

Frustration, anger and increasingtension poor health

Contempt for customersinternaland external

Tried Alternatives International


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Tried Alternatives International

Japan quality circles value analysis Toyota Way National Panasonic orMatshushita way

Brazil Semco Ricardo Semler SelfDirected Teams (Book Maverick)

Matrix organization - IBM

Supply chain - Walmart

Formations of SBU and SMT - SelfManaging Teams - GM


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Hope Inspiring Factors

Innate nature of man divinity,flexibility, optimism, goodness,creativity and infinite potential

Holistic, responsible, sensible andcaring behavior outside theorganization

No new things to be learnt except forparadigm shift ( workplace to home orplayground)


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MCW

MANAGEMENT BYCOLLECTIVE WISDOM

BASIC BUILDING BLOCK


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BASIC BUILDING BLOCKA CIRCLE OR A TEAM

C+M

C

C

C

C+P

C+QC

MODEL

RAJASTHANI

CARPENTERS


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BASIC FEATURES

SPECIALISATION + MULTIFUNCTIONAL

INTEGRATED ALL KNOW AND WORKFOR SAME PURPOSE

DECISION BY CONSENSUS

SIMPLE INFORMAL SYSTEMS

LEADERSHIP BY MERIT


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CUSTOMERS

PRODUCERS

FACILITATORS

GUARDIANS

TRUSTEES

REVERSE

THE

PYRAMID

FOR

MUTUAL

SUPPORT

BRING

CUSTOMER

IN


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GUARDIAN

TEAM

FACILITATOR

TEAM

PRODUCER / PROCESS

TEAMS

TEAMS TO TAKE

CARE OF

OPERATIONS

FLAT

ORGANISATION

CUSTOMERS


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VISION

TEAM

PROJECTTEAMS

TEAMS TO TAKE

CARE OF

FUTURE BUILDING

FLAT

ORGANISATION

CUSTOMERS


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Indian Cases

Sundaram Motors Bus body Division

Wanders India Mumbai

JK Synthetics - Jalawar Rajasthan

Yash Papers - Ayodhya

Menon pistons - Kolhapur

Vijay Filaments Mysore Anar Chemicals - Ahmedabad

Effect of MCW on Manpower


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Effect of MCW on Manpower

Case of a Paper Mill

Before20 T.P.D.

Workmen Direct 250

Workmen Indirect 100Salesman 20

Clerks 80

Supervisors 50

Managers 10Directors 2

After140 T.P.D.

Producers 350

Facilitators 10Guardians 2

Project Leaders 20

Project Team -

Members 130

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OT Possibilities and Challenges

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